Most experts would agree that the stage-gate or phase-review process has reached its maturity. It is simply past its peak in delivering greater benefits. The good news, though, is that software systems are driving a sea change in NPD, beyond the stage-gate process. Indeed, major advancements have also been made in NPD processes, practices, tools, and point solutions. Most organizations have nibbled at these, choosing to chew off one or two items at a time. Few organizations, though, have laid out strategies and plans for how they intend to embrace all of the new approaches that will benefit them. 

Many improvements in NPD effectiveness can be made without implementing an integrated software systems. But such systems have changed the magnitude of potential benefit that organizations stand to realize. Consider, for example, the gains to be realized from Portfolio and Pipeline Management. Portfolio Mix Management is relatively easy to begin and benefit from using just Microsoft Excel. Point solutions (such as our own PortView) can advance the organization still further. But eventually, real-time integrated information system is needed to drive significantly efficient use of resources. Good Pipeline Management, we know,  will increase project throughput by at least 33%. The only way to do this, though, is through integrated software systems.

As organizations advance their NPD efforts, the primary platform for developing new products will shift from the stage-gate process to the Full Framework of NPD. (See exhibit) This framework, when coupled with an enterprise support system, enables major benefit gains. Incremental investments into complementary "building blocks" will add significant value to the platform. But it is important to understand that these building blocks are not just integrated systems and software. They also include methods, skills, capabilities, practices, and stand alone tools.

When ERP systems where first deployed, one of the lessons learned was that the organization had to change to realize the desired benefit. In the new wave of product development, we should also expect organizatinal changes. Our need, though, will be to keep a sharp focus on realizing fast benefit gains from these changes. The key to doing this will be in orchestrating the change effectively.